In the leadup to the 11th Annual Continuity Insights Management Conference, Lynnda Nelson, President of ICOR, discusses “soft” business continuity issues, why risk management is not a panacea and the business continuity-themed supergroup: Strapperjack!
In 1991, the Oceanos cruise ship, carrying 571 passengers and crew, sank in the Indian Ocean off South Africa. The first people to abandon ship were the captain, his senior officers and most of the crew. So who was in command? The tour director. Her emergency team? The band that had been playing for passengers.
Business continuity certification requires management commitment and support, a strong business case, personnel time, and financial resources in order to achieve success and deliver long-term value, so it’s important to research up front whether certification makes business sense for and would be successful within your organization.
The process for obtaining PS-Prep certification is now established and companies are working to determine their readiness for a PS-Prep third-party audit. The first step in determining readiness is to identify the standard to which your organization should become certified. ICOR's Lynnda Nelson gives a side-by-side comparison of the three standards at the ehart of PS-Prep and provides background information designed to help organizations choose the most appropriate standard.
Brian Zawada, member of the U.S. Technical Advisory Group to ISO Technical Committee 223, discusses the soon-to-be released ISO 22301 standard: Societal security -- Business continuity management systems --- Requirements. Among the topics discussed is the standard's compatibility with current standards such as BS 25999 and programs such as PS-Prep.
The tragedies of 9/11, Katrina, Columbine, and Virginia Tech highlight the need for emergency action and business continuity planning. Government has responded through legislation and regulations. Industry has promulgated professional standards,...
"What makes us unique is that our business continuity focus is meeting the needs of our customers," says Janko. "For many other organizations it's meeting a time or point objective-an RTO or an RPO. But you really need to put this into business terms. We're at a point at Goodyear where the leadership sees the business value of the process. We're proud of being proactive with planning and forward thinking. We're trying to help set trends for the rest of the industry."